Hand-holding HI-POs
The question of identifying, developing, and retaining high-potential employees, popularly addressed as HI-POs in the business world, is probably the most sensitive and important. CEOs, along with HR, are tempted to devote time to this issue since it concerns taking care of the future talent pipeline linked with succession planning tools, giving it relevance in most organizations.
Despite having a well-designed strategy for selecting HI-POs and grooming them for the future, why do the initiatives taken by organizations often fail to deliver desired results? Several reasons contribute to this. Firstly, organizations make mistakes in identifying HI-POs, often confusing them with high performers. Performance differs from potential; someone excelling in their current role may not perform as well at a higher level due to lacking certain necessary skills. Secondly, organizations may adopt a "one-size-fits-all" approach to developing HI-POs, overlooking the specific skills and capabilities required for leadership roles. Thirdly, while organizations typically consider aspiration, ability, and engagement to identify HI-POs, they often neglect the acceptability factor of HI-POs in higher positions. Organizations should be aware of potential negative personality traits, such as arrogance or lack of empathy, that could hinder their success in leadership roles. Fourthly, organizations often fail to communicate clearly with identified HI-POs regarding expectations for their future roles, leaving them without a sense of psychological connection. Providing clarity on career growth, offering guidance during the grooming process, and motivating HI-POs are essential for their development.
The challenge for CEOs and HR professionals lies not only in identifying and developing HI-POs but also in retaining them long-term. Alignment of business leaders' expectations with the career paths of HI-POs is crucial to prevent future derailment. Organizational culture also plays a significant role in retention, as HI-POs must align with the values and beliefs of the organization.
However, achieving this is not as straightforward as it may seem. This cover story addresses managing high-potential employees, and HR veterans and experts share their insights on how to ensure the success of such programs and develop HI-POs to navigate through challenges.
If you like it, let us know. If not, well, let us know that too.
Happy reading!
Regards,
Anil Kaushik,
Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.), India
Mobile: 09785585134
Landline: 01446550134
Website: www.businessmanager.in
From India, Delhi
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182The question of identifying, developing, and retaining high-potential employees, popularly addressed as HI-POs in the business world, is probably the most sensitive and important. CEOs, along with HR, are tempted to devote time to this issue since it concerns taking care of the future talent pipeline linked with succession planning tools, giving it relevance in most organizations.
Despite having a well-designed strategy for selecting HI-POs and grooming them for the future, why do the initiatives taken by organizations often fail to deliver desired results? Several reasons contribute to this. Firstly, organizations make mistakes in identifying HI-POs, often confusing them with high performers. Performance differs from potential; someone excelling in their current role may not perform as well at a higher level due to lacking certain necessary skills. Secondly, organizations may adopt a "one-size-fits-all" approach to developing HI-POs, overlooking the specific skills and capabilities required for leadership roles. Thirdly, while organizations typically consider aspiration, ability, and engagement to identify HI-POs, they often neglect the acceptability factor of HI-POs in higher positions. Organizations should be aware of potential negative personality traits, such as arrogance or lack of empathy, that could hinder their success in leadership roles. Fourthly, organizations often fail to communicate clearly with identified HI-POs regarding expectations for their future roles, leaving them without a sense of psychological connection. Providing clarity on career growth, offering guidance during the grooming process, and motivating HI-POs are essential for their development.
The challenge for CEOs and HR professionals lies not only in identifying and developing HI-POs but also in retaining them long-term. Alignment of business leaders' expectations with the career paths of HI-POs is crucial to prevent future derailment. Organizational culture also plays a significant role in retention, as HI-POs must align with the values and beliefs of the organization.
However, achieving this is not as straightforward as it may seem. This cover story addresses managing high-potential employees, and HR veterans and experts share their insights on how to ensure the success of such programs and develop HI-POs to navigate through challenges.
If you like it, let us know. If not, well, let us know that too.
Happy reading!
Regards,
Anil Kaushik,
Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.), India
Mobile: 09785585134
Landline: 01446550134
Website: www.businessmanager.in
From India, Delhi
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Dear Mr. Anil Kaushik,
Far from high-potential, identifying the potential of an employee itself is difficult. While performance is gauged from the past, potential cannot be judged from the past. Potential can be identified from willingness to learn, initiative, interest to conduct experiments, willingness to cross boundaries of one's function or job, etc. To monitor potential, a series of behaviors has to be monitored.
Many times, promotions are based on past performance, and not necessarily potential is taken into account. Identifying the potential of an employee itself is difficult, and going further, identifying the potential of a job candidate is far more difficult.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Far from high-potential, identifying the potential of an employee itself is difficult. While performance is gauged from the past, potential cannot be judged from the past. Potential can be identified from willingness to learn, initiative, interest to conduct experiments, willingness to cross boundaries of one's function or job, etc. To monitor potential, a series of behaviors has to be monitored.
Many times, promotions are based on past performance, and not necessarily potential is taken into account. Identifying the potential of an employee itself is difficult, and going further, identifying the potential of a job candidate is far more difficult.
Thanks,
Dinesh Divekar
From India, Bangalore
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Managing High Potential Employees.pdf
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